We're done. We did this back in 2006 and 2007. We moved 1,200 people from eight or nine different organizations into what we now call ITS—analogous to your Shared Services Canada.
I totally sympathize with some of the comments I heard. Again, I go back to how the people you have running boxes and wires are quite different from the people who are supporting or developing applications. The difficulty becomes sometimes the support staff. Maybe that's where they were going a little bit on.... Did you get all the right finance people over, or did you get the...? Some of the support side can get more difficult.
Yes, people don't give things up willingly; you have to go and dig it out. It's why we felt it was very important to have baselining exercise. These baselining exercises that we've run over the last 10 years or so have been critical for us. We've invested a lot of time in digging out detail, because that's what you really need to do. We've looked at our baselining as core components. Every time we've taken a transformation step, we've been very specific in our baselining. That's an important part of what we've done.